Archive for the 'Global film industry' Category

When exactly did film end? According to the mass-market press, here are some terminal dates.

July 2011: Technicolor closes its Los Angeles laboratory.

October 2011: Panavision, Aaton, and Arri all announce that they will stop manufacturing film cameras.

November 2011: Twentieth Century Fox sends out a letter asserting that it will cease supplying theatres with 35mm prints “within the next year or two.”

January 2012: Eastman Kodak files for bankruptcy protection.

March 2013: Fuji stops selling negative and positive film stock for 35mm photography.

Each of these events looked like turning points, but now they seem merely phases within a gradual shift. After all, the digital conversion of cinema has been in the works for about fifteen years. The key events–the formation of a studio consortium to set standards, the cooperation of technical agencies and professional associations, the lobbying for 3D by top-money directors–didn’t get as much coverage. Because so many maneuvers took place behind the scenes and unfolded slowly, digital cinema seemed very distant to me. To understand the whole process, I had to do some research. Only in hindsight did the quiet buildups and sudden jolts form a pattern.

On the production end, it seems likely that filmmakers will continue to migrate to digital formats at a moderate pace. Proponents of 35mm are fond of pointing out that six of 2012’s Oscar-nominated pictures were shot wholly or partly on film. (To which you might well respond, Who cares about Oscar nominations? I would agree with you.) Yet even 35mm adherent Wally Pfister, DP for Christopher Nolan, admits that within ten years he will probably be shooting digital.

What about the other wings of the film industry, distribution and exhibition? Put aside distribution for a moment. Digital exhibition was the central focus of the blog series that became my e-book Pandora’s Digital Box. There I try to trace the historical process that led up to the big changes of 2009-early 2012.

Today, a year after Pandora’s publication, everybody knows that 35mm exhibition of recent releases is almost completely finished. But let’s explore things in a little more detail, including poking at some nuts and bolts. As we go, I’ll link to the original blog entries.

Top of the world!

35mm print of Warm Bodies about to be shipped out from Market Square Cinemas, Madison, Wisconsin; 10 May 2013.

The overall situation couldn’t be plainer. At the end of 2012, reports David Hancock of IHS Screen Digest, there were nearly 130,000 screens in the world. Of these, over two-thirds were digital, and a little over half of those were 3D-capable.

Northern European countries have committed heavily to the new format. The Netherlands, Denmark, and Norway are fully digital, while the UK is at 93% saturation and France is at 92%. Both national and EU funds have helped fund the switchover. Hancock reports that in Asia, Japanese screens are 88% digital, and South Korean ones are 100%. China is the growth engine. Rising living standards and swelling attendance have triggered a building frenzy. Over 85%, or 21,407 screens are already digital, and on average, each day adds at least eight new screens.

In the US and Canada, there were at end 2012 still over 6400 commercial analog screens, or about 15% of the nearly 43,000 total. My home town, Madison, Wisconsin, has a surprising number of these anachronisms. One multiplex retains at least two first-run 35mm screens. Five second-run screens at our Market Square multiplex have no digital equipment. That venue ran excellent 2D prints of Life of Pi (held over for seven weeks) and The Hobbit: An Unexpected Journey. It’s currently screening many recent releases, including the incessantly and mysteriously popular Argo. In addition, our campus has several active 35mm venues (Cinematheque, Chazen Museum, Marquee). Our department shows a fair amount of 35mm for our courses as well; the last screening I dropped in on was The Quiet Man in the very nice UCLA restoration.

Unquestionably, however, 35mm is doomed as a commercial format. Formerly, a tentpole release might have required 3000-5000 film prints; now a few hundred are shipped. Our Market Square house sometimes gets prints bearing single-digit ID numbers. Jack Foley of Focus Features estimates that only about 5 % of the copies of a wide US release will be in 35mm. A narrower release might go somewhat higher, since art houses have been slower to transition to digital. Focus Features’ The Place Beyond the Pines was released on 1442 screens, only 105 (7%) of which employed 35mm.

In light of the rapid takeup of digital projection, Foley expects that most studios will stop supplying 35mm copies by the end of this year. David Hancock has suggested that by the end of 2015, there won’t be any new theatrical releases on 35mm.

Correspondingly, projectionists are vanishing. In Madison, Hal Theisen, my guide to digital operation in Chapter 4 of Pandora, has been dismissed. The films in that theatre are now set up by an assistant manager. Hal was the last full-time projectionist in town.

The wholesale conversion was initiated by the studios under the aegis of their Digital Cinema Initiatives corporation (DCI). The plan was helped along, after some negotiation, by the National Association of Theatre Owners. Smaller theatre chains and independent owners had to go along or risk closing down eventually. The Majors pursued the changeover aggressively, combining a stick—go digital or die!—with several carrots: lower shipping costs, higher ticket prices for 3D shows, no need for expensive unionized projectionists, and the prospect of “alternative content.”

The conversion to DCI standards was costly, running up to $100,000 per screen. Many exhibitors took advantage of the Virtual Print Fee, a subsidy from the distributors that paid into a third-party account every time the venue booked a film from the Majors. There were strings attached to the VPF. The deals are still protected by nondisclosure agreements, but terms have included demands that exhibitors remove all 35mm machines from the venue, show a certain number of the Majors’ films, equip some houses for 3D, and/or sign up for Network Operations Centers that would monitor the shows.

The biggest North American chains are Regal, AMC, and Cinemark. They control about 16,500 screens and own fifty-three of the sixty top-grossing US venues. The Big Three benefited considerably from the conversion. By forming the consortium Digital Cinema Solutions, they were able to negotiate Wall Street financing for their chains’ digital upgrade. They also formed National Cinemedia, a company that supplied FirstLook, a preshow assembly of promos for TV shows and music. Under the new name of NCM Network, the parent company now links 19,000 screens for advertising purposes. NCM also supplies alternative content to over 700 screens under the Fathom brand: sports, musical acts, the Metropolitan Opera, London’s National Theatre, and other items that try to perk up multiplex business in the middle of the week.

The digital conversion has coincided with—some would say, led to—a greater consolidation of US theatre chains. Last year the Texas-based Rave circuit was dissolved, and 483 of its screens, all digital, were picked up by Cinemark. More recently, the Regal chain gained over 500 screens by acquiring Hollywood Theatres. The biggest move took place in May 2012 when the AMC circuit was bought for $2.6 billion by Dalian Wanda Group, a Chinese real estate firm. Combined with Wanda’s 750 mainland screens, this acquisition created what may be the biggest cinema chain in the world. Wanda has declared its intent to invest half a billion dollars in upgrading AMC houses.

Meanwhile, vertical integration is emerging. In 2011, Regal and AMC founded Open Road Films, a distribution company. It has handled such high-profile titles as The Grey, Killer Elite, End of Watch,Side Effects, and The Host. Cinedigm, which began life as a third-party aggregator to handle VPFs, has moved into distribution too, billing itself as a company merging theatrical and home release strategies tailored to each project.

It has become evident that the digital revolution in exhibition permits American studio cinema a new level of conquest and control. Distribution, we’ve long known, is the seat of power in nearly all types of cinema. Whatever the virtues of YouTube, Vimeo, and other personal-movie exhibition platforms, film’s long-standing public dimension, the gathering of people who surrender their attention to a shared experience in real time, is still largely governed by what Hollywood studios put into their pipeline.

On the margins and off-center

View of Madagascar from the Sky-Vu Drive-In, 2012. Photo by Duke Goetz.

While the Big Three grew stronger, what became of smaller fry? John Fithian of NATO suggested that any cinema with fewer than ten screens could probably not afford the changeover, and David Hancock suggested that up to 2000 screens might be lost. Recent speculation is that drive-ins will be especially hard hit. Pandora’s Digital Box, as blog and then book, surveyed those most at risk: the small local cinemas and the art houses.

I fretted about the loss of small-town theatres, not least because I grew up with them. Data on such local venues are hard to get, so for the blog and the book I went reportorial and visited two Midwestern towns. The blogs related to them are here and here.

The long-lived Goetz theatres in Monroe, Wisconsin, consist of a downtown triplex and the Sky-Vu drive-in. They’re run by Robert “Duke” Goetz, whose grandfather built the movie house back in 1931. Duke is a confirmed techie and showman. He designs and cuts ads and music videos to fill out his show, and he personally converted all his screens to 7.1 sound. So it’s no surprise that he’s a fan of digital cinema. But back in December his digital upgrade took place during the worst box-office weekend since 2008–a bad omen, if you believe in omens.

Seventeen months later, Duke reports more cheerful news. Everything has gone according to plan and budget. The company that installed the equipment, Bright Star Systems of Minneapolis, has proven reliable and excellent in answering questions. Duke especially likes the fact that digital projection allows him to “play musical chairs with the click of a mouse.”

I can move movies from screen to screen in short order or download from the Theatre Management System to any and all theatres at one time, so when the weather is damn cold, for Monday -Thursday screening I’ll play the shorter movies in the biggest house. . . . I am now able to start the movies from the box office with software that accesses the TMS, so it’s just like being at the projector. It saves my guys time and keeps them where the action is.

Duke programs his offerings to suit the tastes of the town, and for the most part, he can get the films he wants. Attendance at the three-screener has increased, partly, he thinks, because of digital. Even marginal product gets a bit more attention when people find the image appealing. Duke says that Skyfall played so long and robustly partly because it was a strong movie, but also because the presentation was compelling. Thanks to his subwoofer, viewers could feel onscreen shotgun blasts in their backsides. Immersion goes only so far, however. Duke remains leery of 3D: “People are tired of paying the extra charge, and with the economy in my area I’ll still wait.”

Contrary to trends elsewhere, the Sky-Vu has benefited strongly from digital display. Duke’s was the first North American drive-in to sign up for the NEC digital system. People comment on how the bright, sharp image has improved their experience. The drive-in had “a tremendous summer,” with the first Saturday night of Brave, coupled with Avengers, proving to be the best night of the year. Measured by both box office returns and number of admissions, that show did better than Transformers the summer before. Last fall, when the Sky-Vu was the only area drive-in still open, some patrons traveled 2 1/2 hours from Illinois. The only problem with digital under the stars was that Duke couldn’t get a satisfactory VPF deal for an outdoor cinema because he doesn’t run it year-round.

While Duke runs the Goetz theatres as a family business, the JEM Theatre in Harmony, Minnesota is more of a sideline for its owner-operator Michelle Haugerud. A single screen running only at 7:30 on weekend nights, the JEM plays a unifying role in the life of the town. But it’s a small market. Harmony consists of only 1020 people (many of them Amish), and the median household income is about $30,000. Michelle had to finance the conversion through donations and bank assistance. The task was complicated by the unexpected death of her husband Paul, who ran the JEM with her.

Michelle reports that the digital conversion hasn’t increased business. Box office was about the same in 2012 as in 2011, and so far this year ticket sales have been down. It has been a slow winter and spring throughout the industry, and people are hoping the summer blockbusters will lift revenues. But the JEM faces particular problems that the Goetz doesn’t.

Michelle wants to show films in first run, as Duke does. But the distributors typically demand that she play a new movie for three weeks. That’s not feasible in her small town, so Michelle winds up missing out on films she knows would draw well. In addition, she’d be willing to screen two shows a day, the first a kid movie and the second an adult picture, but the companies don’t allow this double-billing. Moreover, she thinks that the shrinking windows–the speed with which films come out on Pay Per View, VOD, and DVD–are eroding her audience. “Many people are willing to wait for these releases since they now realize they will be out shortly after they hit the theatres anyway.”

Michelle and her family run the JEM as much for the community as for themselves. She is hoping for better times.

Converting to digital has made showing movies easier, and I have had no issues with the new equipment. However, it has not helped with ticket sales at all. I am holding on and committed to this year, but if I get to the point where it is costing me personally to stay open, I don’t think I will continue. I love having the movie theatre and would love to keep it going. I do feel if I had a say on what movies I showed and when, I would do so much better.

Several managers and programmers of arthouse cinemas around the country have formed an informal association, the Art House Convergence. It meets once a year just before the Sundance Film Festival, which many members attend. When I visited the conference in 2012, the digital transition was the central topic. It aroused curiosity, bewilderment, frustration, and some annoyance. This year, things were different.

Participants were calmly reconciled to the inevitable, and some looked forward to it. On one of the few panels that took up the subject, moderator Jan Klingelhofer of Pacific Film Resources began by asking: “How many of you are still on the fence about digital?” Just one hand was raised.

On the panel, technology experts from major companies showed how new projection systems could be installed even in offbeat venues. The New Parkway in Oakland was once a garage, and the Mary D. Fisher Theatre in Sedona is a converted bank. Panelists also gave information on choices of technology, from lamps and servers to the best screen materials for 3D. The teeth-gnashing is over, and now art-house leaders are focusing on practicalities: the best strategies suited for their business models.

A private, for-profit art house faces many of the problems faced by Duke Goetz and Michelle Haugerud, except that the art-house is screening films of narrower appeal. Because the audience is smaller and more select, many art houses have become not-for-profit entities created by community cultural organizations. They are dependent on donations, private or public patronage, and miscellaneous income from many activities, not only screenings but filmmaking classes, special events, and other activities. A good example of the diversity of outreach an arthouse can have is the Bryn Mawr Film Institute, whose director, the estimable Juliet Goodfriend, also coordinates the annual AHC survey. So the coordinators of the not-for-profit theatre must persuade boards of directors and generous patrons that the digital upgrade is necessary.

Small venues, whether private or not-for-profit, can’t benefit much from economies of scale. A multiplex can amortize its costs across many screens, but a big proportion of art houses boasts only one or two. Add to this the fact that multiplexes are encroaching on the art-house turf with crossover films like Moonrise Kingdom and upscale entertainment like opera and plays from Fathom. Even museums are starting to install digital equipment and play arts-related programming.

The chief task, of course, is paying for the upgrade. Last year’s AHC session was often about the money. Small local cinemas like the Goetz could benefit from VPF deals, but for many art houses such deals weren’t a good option. These houses don’t run enough films from the Majors to repay the subsidy. While they’re often eager to take something from Fox Searchlight, Focus Features, and the Weinstein company, they book a lot from IFC, Magnolia, and other independent distributors.

A common solution was to launch fundraising campaigns from the community, much as Michelle did in Harmony. One of the biggest initiatives was that conducted by the boundlessly energetic John Toner and Chris Collier of Renew Theaters in Pennsylvania. Without going for a VPF, they raised $367,000 to pay for converting three screens (one in 3D). John and Chris are vigorous advocates for the new format, and their “This Is Digital Cinema” series treats restorations of classics like Gilda and The Ten Commandments as showcases for the DCP. At AHC 2013, John and Chris provided an entertaining PowerPoint presentation on how they managed the switchover; for a prose version, you can read John’s account here.

Likewise, the Tampa Theatre raised $89,000 from its community. But what if your community can’t sustain such a big campaign? I hadn’t predicted in Pandora how powerful Kickstarter would be in the film domain, and the results are initially encouraging. Donations to the Cable Car Cinema and Cafe of Providence surpassed the goal by six thousand dollars, and the theatre is already preparing for the new equipment. The final 35mm program will be, what else?, The Last Picture Show, complete with pulled-pork sandwiches. The Crescent Theatre of Mobile won nine thousand more than it asked for, and Martin McCaffrey, venerable moving spirit of Montgomery’s Capri Theatre, followed suit and came out ahead by about the same amount.

Currently the Kickstarter site lists dozens of conversion projects, and many have met their goals–with Boston’s Brattle and LA’s Cinefamily hitting over a hundred thousand dollars. The pitches are pretty creative (“The Cinefamily is a non-profit movie theater with awesome programming, but crappy everything else”) and so are the giveaways (the Skyline drive-in of Everett, Washington offers a vintage speaker box that’s “clean and suitable for presentation”).

So maybe predictions were too pessimistic. Will we lose so many theatres to the switchover? Maybe not. But raising money for the initial conversion isn’t the whole story.

Technology: Running in place to keep up?

In the shift to digital projection, some would say the pivotal moment came with the success of Avatar and other 2009 3D releases (Monsters vs. Aliens, Ice Age: Dawn of the Dinosaurs, and Up). In 2009 there were about 7400 digital screens; a year later there were nearly 15,000. Then the acceleration began. Ten thousand screens converted in 2011 and eight thousand more the following year.

But I see 2005 as another major marker. In 2004, there were only 80 digital screens in the US. By the end of 2005, there were over 1500. The early adopters were pushed by the emergence of 3D, heavily touted by several major directors at NATO’s annual convention and the strong 3D releases of The Polar Express (2004) and Chicken Little (2005). So there were two bursts of digital adoption, both driven by 3D.

With 3D as a Trojan horse, digital entered exhibition. The format eventually settled on was the Digital Cinema Package, an ensemble of files gathered on a hard drive. The movie, with subtitles and alternate soundtracks, is wrapped in a thick swath of security files. The studios, petrified of piracy, had delayed the completion of digital cinema for some years until an ironclad system was protecting the movie. The DCP can be opened only with a customized key, delivered to the theatre separately from the hard drive. Typically the key is sent on a flash drive, so that the staff member need not retype the tediously long string of alphanumeric characters that make it up. Copying that key into the theatre’s server, its theatre management system, or the projector’s media block allows the film to be played on a certified projector.

A digital projector suitable for multiplex use relies on one of two available technologies. Sony’s proprietary system works only on its own projectors. Texas Instruments’ Digital Light Processing (DLP) technology was licensed to three manufacturers: Christie, Barco, and NEC. By fall 2010, all four companies had produced high-level, and quite expensive, machines capable of producing 4K displays. The rush to convert led to thousands of units being bought over a few months. This was great for business in the short term, but how could the manufacturers count on selling the product in the years and decades ahead? Michael Karagosian sketches the problem: “The big challenge today for technology companies is the massive downturn in sales that is destined to take place the last half of this decade as the digital installation boom ends.”

One way to expand the market was offered by cheaper machines. In fall of 2012, all the manufacturers introduced DCI-compliant projectors suitable for screens around thirty feet wide. The machines were still quite expensive, but they were marginally more affordable for the smaller or independent exhibitors who had been reluctant to convert or who had missed the deadlines for VPF financing. To maintain a quality difference from high-end machines, the cheaper versions typically lacked some features. They might be capable of only 2K, or they might not permit a wide range of frame rates, or they offered less brilliant illumination.

Another answer to a saturated market was continuous research and development. No sooner had exhibitors installed the “Series 2” projectors introduced in late 2009-early 2010 than speculation began about enhancements. How soon, for instance, might we expect 6K or even 8K resolution? Two other innovations were responding to problems with the dimness of digital 3D images.

One possibility was laser projection, which would be expected to brighten the image considerably. Laser projectors may start appearing in Imax cinemas later this year, but for most venues the current costs are prohibitive, running about half a million dollars per installation.

3D light levels could also be boosted by shooting and showing at higher frame rates than the standard 24. Peter Jackson famously experimented with 48-frame production on The Hobbit: An Unexpected Journey, and some theatres screened it that way. Response was mostly skeptical, with critics complaining of the hypersharp, “soap-opera” effect onscreen. The frame-rate issue has mostly quieted down, but it did trigger academic studies of the perceptual psychology involved in frame rates. In addition, James Cameron has insisted that his sequels to Avatar will be shot at an even higher frame rate. Most projectors require new software in order to increase frame rates.

Alongside developments in the projection market have come new devices for sound. As Jeff Smith pointed out in an earlier entry, innovative sound systems have been enabled by the switchover to digital presentation. 35mm film stock constrained the amount of physical space on the film strip that auditory information could occupy. Now that sound is a matter of digital files, sound designers can add many tracks for greater immersive effects—so-called “3D audio” platforms. Barco’s Auro 11.1 system and Dolby Atmos position several more speakers around the auditorium, including ones high above the audience. Costs of installation for these systems run from $40,000 to $90,000.

Still, projector and sound-system manufacturers can assume that business will continue because of the pressures for change inherent in digital technology. Experienced equipment installers suggest that a digital projector’s life is between five and ten years. Already the Series 1 projectors introduced in 2005 are becoming obsolete. Chapin Cutler, of Boston Light & Sound, notes:

A digital projector is a computer that puts out light. How many computers will you go through in the next ten years?

How many Series 1 projectors are still in use and supported by the manufacturers? Try buying parts for them. I know of one that was purchased four years ago that has been pushed into a corner. It has sat there for about two months so far, with no end in sight. (Thank heavens they still have their 35 mm gear!) It is broken and the manufacturer cannot supply parts; their customer service department doesn’t know about the machines, as they have only had to deal with the newer models; and the parts are not listed in their own internal parts book. Yes, four years old.

When replacement parts are available, they can be exceptionally pricey. A projector’s light engine, central to the image display, can run $22,000. And if an exhibitor buys a brand-new projector some years from now, the studios aren’t likely to launch a new round of VPF financing.

So even if a theatre can afford the expense of conversion today, upgrades and maintenance will demand big commitments of money in the years ahead. John Vanco, Senior VP and manager of New York City’s IFC Center, has put it well:

Many, many small, independent theatres, which are vital to the survival of non-studio films, will end up being fatally hobbled by the transition. They may be able to raise funds to cover the initial conversion, but what will crush many of them in the long term is the ongoing capital resources that will be necessary to continue to have DCI-compliant equipment in the next ten and twenty years. . . .

In the same way the current inexorable pattern of planned obsolescence forces consumers to continually repurchase computers, phones, etc., cinemas too are going to find that they have to spend much more for cinema equipment over the next twenty years than they did, say, from 1980 to 2000. . . . So these technological progressions will make it harder for those small theatres to survive.

Dylan Skolnick of Huntington, New York’s Cinema Arts Centre adds to Vanco’s point. “We have great supporters, but I can’t go back to them every five-to-ten years with a ‘Digital Upgrade or Die’ campaign.”

The problem is acute for small and art-house venues, but it isn’t minor for the Big Three either. Unless film attendance jumps spectacularly (it has been more or less flat for several years), exhibitors may need to raise ticket prices and the costs of concessions. This strategy may work in urban areas but won’t be popular elsewhere. Moreover, part of the boom in box-office revenues during recent years has been due to the upcharge for 3D features. But in the US, 3D revenues are currently leveling off at about $1.8 billion, a drop from the format’s 2010 peak of $2.14 billion. In 2012, 3D’s market share slipped as well. It isn’t clear that people would flock to 3D if the images were brighter. And if 3D television takes off, stereoscopic cinema will seem less compelling as a novelty.

Some observers hold out hope for glasses-free 3D technology in theatres, a change that would probably boost business. But the difficulties of creating 3D of this sort for multiplex venues are immense. The glasses-free platforms proposed by Dolby are aimed at small displays, like TVs, smartphones, and tablets. Of course, if 3D without glasses were devised for big screens, it would almost certainly demand yet another projector redesign.

No more silver bricks

When it comes to distribution, digital isn’t there yet. The UPS and Fed Ex corps still bring movies to multiplexes the old-fashioned way. The little briefcases are a lot lighter than hulking metal shipping cases, but we’re still dealing with physical artifacts.

At least for the moment. Festival submissions are already being placed in Cloud-based lockers like Withoutabox in an effort to replace DVD screeners. Online delivery is already being used for many of those operas, ballets, and other forms of “alternative content” flowing onto screens from various suppliers. A Norwegian distributor sent a 100 gigabyte local film, fully encrypted, to forty cinemas in the spring of 2012. This and experiments in other countries employ fiber-based networks, but the Digital Cinema Distribution Coalition, a joint venture among Hollywood studios and the Big Three exhibition chains, is exploring satellite systems.

So much for the impassive silver bricks in their cute pink beds on the cover of Pandora’s Digital Box. They may become as quaint as film reels and changeover cue-marks. For a time, the hard drives may survive as backup systems that will reassure exhibitors, but eventually no physical site may serve as the movie’s home. An exhibitor will download the film to the server, apply a decryption key sensitive to time, venue, and machine, and the movie will be, as they say, “ingested.”

In the Pandora book, I included chapters on other exhibition domains I haven’t revisited here. Take archives. More and more studios refuse to rent prints, will not prepare DCPs of most classic titles, and won’t let theatres screen Blu-ray discs commercially. So repertory cinemas turn to archives, seeking to rent 35mm copies that may be irreplaceable. In addition, archivists, laboring under tight budget constraints, are racing to preserve and restore their material on film, which remains the most stable support medium. At the same time, archives are expected to get involved in preparing high-quality digital versions of popular classics. Henceforth most restorations that you see will be circulated on 2K or 4K, as Metropolis, La Grande Illusion, and Les Enfants du Paradis have been in recent years.

Film festivals, as Mike King, one of our Wisconsin Film Festival programmers observes, are now file festivals. Cameron Bailey reported that of the 362 titles screened at TIFF last year, only fifty-one were on film. Last month, our annual event ran twenty-one new films on film; most were 16mm experimental items. The remaining 132 were on DCP, HDCam, Quicktime files, or DVD/Blu-ray. On the plus side, independent filmmakers are learning to encode their films in the DCI-compliant format, often without layers of security, so at least in this respect technology may not be a severe barrier to entry.

As for me, I’m still in the midst of churn. I watch movies on film, on DCP, on DVD and Blu-ray and VOD, even on laserdisc, and sometimes on my iPad. But my research will miss 16mm and 35mm. Some of the questions I like to ask can be answered only by handling film. Last weekend I sat down at a Steenbeck flatbed and counted frames in passages of Notorious and King Hu’s Dragon Inn. This sort of scrutiny is virtually impossible on DVDs and Blu-rays, which don’t preserve original film frames.

What I’ve lost as a specialist is offset by many gains. Since the arrival of Betamax and VHS, nontheatrical cinema has expanded to limits we couldn’t have imagined in the 1970s. Thanks to consumer digital formats, more people have more access to more movies of all sorts than at any point in history. Although some aspects of film-originated movies are hard to recover on digital playback, we can study cinema craft to an extent that wasn’t possible before. Digitization has allowed sophisticated visual and sonic analysis to bloom on websites around the world. See, among many examples, Jim Emerson’s Scanners and A. D. Jameson’s work on Big Other.

With the rise of nontheatrical consumption, though, what’s most at risk is theatrical cinema: film viewing as a public forum. Exhibition outside film festivals is already starting to narrow to recent releases and a few approved classics. We will be able to watch The Suspended Step of the Stork and Leviathan on our home screens for a long time to come, but very seldom on the scale that benefits them most.

As ever, the problem of technology isn’t only a matter of hardware. Technology develops within institutions. Hollywood has standardized a new technology favoring its goals. The institutions of minority film culture–festivals, art houses, archives, local cinemas, schools–need to be robust and resourceful to maintain all the types of cinema we have known, and the types we might yet discover.

Screen Daily provides a good overview of the new technology on display at CinemaCon 2013. For general background on industry trends after the changeover, see the Variety article “Filmmakers Lament Extinction of Film Prints.” As for archives, Nicola Mazzanti edited a very useful European Commission study, Challenges of the Digital Era for Film Heritage Institutions(Berlin/ UK, 2012). May Haduong surveys current problems of print access and film archives in “Out of Print: The Changing Landscape of Print Accessibility for Repertory Programming,” The Moving Image (Fall 2012), 148-161. The piece requires online library access, but a summary is here.

Much of the industry information in this entry came from proprietary reports published in IHS Screen Digest. Thanks to David Hancock for his assistance with other data, and to Patrick Corcoran of NATO for updated information on theatre conversion. Thanks as well to Chapin Cutler, Duke Goetz, Michelle Haugerud, and Dylan Skolnick for permission to quote them. I’m also grateful to Jack Foley of Focus Features and Joshua Hittesdorf of Market Square Cinemas. Finally, I want to thank Russ Collins and his colleagues at the Art House Convergence for mounting another splendid event and for inviting me back last January. I continue to learn from the discussions on the AHC listserv, and I’m particularly grateful to John Toner for his reports on independent cinemas’ funding efforts.

P.P.S. 12 June: David Hancock has just presented a very full report entitled ”Digital Cinema Worldwide: 35mm phased out in many countries, though some lag behind.” It is published in the June IHS Screen Digest. One of my remarks above has been corrected in light of some information in the report: I claimed that Belgium has fully converted, but David’s figures indicate 96.5% conversion.

David predicts that by end 2013, 90 % of world screens will be digital. Even India is making the move, as circuits relying on DVD or other low-resolution sources are converting to DCI-compatible equipment. Those regions slowest to convert include Italy, Greece, and Spain (not surprisingly, given recent austerity policies), as well as areas of South America and the Pacific (e.g., Thailand, the Philippines). Thanks to David and his team at IHS Screen Digest for their comprehensive coverage of this process.

Today something new has been added. I’ve decided to retire some of the lectures I take on the road, and I’ll put them up as video lectures. They’re sort of Net substitutes for my show-and-tells about aspects of film that interest me. The first is called “How Motion Pictures Became the Movies,” and it’s devoted to what is for me the crucial period 1908-1920. It quickly surveys what was going on in cinema over those years before zeroing in on the key stylistic developments we’ve often written about here: the emergence of continuity editing and the brief but brilliant exploration of tableau staging.

The lecture isn’t a record of me pacing around talking. Rather, it’s a PowerPoint presentation that runs as a video, with my scratchy voice-over. I didn’t write a text, but rather talked it through as if I were presenting it live. It nakedly exposes my mannerisms and bad habits, but I hope they don’t get in the way of your enjoyment.

“How Motion Pictures Became the Movies” is designed for general audiences. I’ve built in comments for specialists too, in particular, some indications of different research approaches to understanding this period of change.

The talk runs just under 70 minutes, and it’s suitable for use in classes if people are inclined. I think it might be helpful in surveys of film history, courses on silent cinema, and courses on film analysis. If a teacher wants to break it into two parts, there’s a natural stopping point around the 35-minute mark.

Some slides have several images laid out comic-strip fashion, so the presentation plays best on a midsize display, like a desktop or biggish laptop. A couple of tests suggest that it looks okay projected for a group, but the instructor planning to screen it for a class should experiment first.

I plan to put up other lectures in a similar format, with HD capabilities. Next up is probably a talk about the aesthetics of early CinemaScope. I’d then like to spin off this current one and offer three 30-minute ones that go into more depth on developments in the 1910s.

The video is available at the bottom of this entry, but it’s also available on this page. There I provide a bibliography of the sources I mention in the course of the talk, as well as links to relevant blogs and essays elsewhere on the site.

If you find this interesting or worthwhile, please let your friends know about it. I don’t do Twitter or Facebook, but Kristin participates in the latter, and we can monitor tweets. Thanks to Erik for his dedication to this most recent task, and to all our readers for their support over the years.

For many years now, contemporary Chinese cinema has found success with costume action pictures like Red Cliff and Painted Skin: The Resurrection. Even prestige arthouse directors got into the act. Ang Lee’s Crouching Tiger, Hidden Dragon (2000) and Zhang Yimou’s Hero (2002) made the popular wuxia (martial chivalry) film respectable, and now we’re about to see several more examples.

Wong Kar-wai, who already found festival and arthouse recognition with Ashes of Time (1994) is (apparently) finally finishingThe Grandmaster, a tale centered on Bruce Lee’s teacher Ip Man. Jia Zhang-ke, whose demanding, slowly-paced films Platform and The World got scant distribution in the US, is making a wuxia. Even more surprising is the fact that Hou Hsiao-hsien, master of the gradually unfolding long take, has turned his attention to martial arts. The Assassin, Hou’s first film in several years, is currently shooting in Taiwan.

James Udden is the author of the most comprehensive and authoritative book on Hou, No Man an Island: The Cinema of Hou Hsiao-hsien. For that project he interviewed Hou many times. Jim’s new project, a historical study of how Taiwanese and Iranian cinema became central to world film culture, compelled him to revisit Hou in December. “Hou’s screenwriter, Chu Tian-wen, informed me that if any interview were to happen before I left, it would have to happen on the set itself — if I did not mind. How could I refuse?” Jim has kindly chronicled his visit in the guest blog below, one mixing information with the unabashed admiration of the true fan.

Hou after Hu

Made in Taiwan: A Touch of Zen (King Hu, 1971).

“The first day of a costume picture always goes like this,” Hou Hsiao-hsien remarked to me. It was Assassin’s first day of shooting in Taiwan. The actors had been on call for make-up since 6:30 am were ready to go by 8:00. Now it was late in the morning and the camera had yet to roll. Slowly some of the actors made their way from the dressing into the open air, lounging around in their Tang-dynasty garb, waiting. Shu Qi, the Taiwanese star who launched her career in Hong Kong and has now gained wide exposure (If You Are the One, Millennium Mambo, The Transporter), is among Hou’s cast, and she walked onto the set briefly to inspect something.

Hou made it sound like he had done all this before. And it’s true that he has been at his best with historical material, not contemporary subject matter. Yet never before has Hou gone this far back into the past. Flowers of Shanghaiwas set in the late 19th century, but this film is set in the 9th century during the Tang dynasty, generally considered the peak of Chinese civilization.

More striking, The Assassin is a wuxia film. The outstanding figure in this genre’s rich history was King Hu, who revolutionized the wuxia in the 1960s and 1970s. A mainland émigré director who began directing in Hong Kong, Hu shot his best work in Taiwan and is a towering figure in that nation’s film history. He was known for his passionate authenticity in costume and settings, but also for his eccentric editing techniques, sometimes involving shots that last a mere fraction of a second.

Hou seeks authenticity no less fervently than Hu, but in terms of editing, he has been the older director’s polar opposite. A cut is rare in any Hou film. Often the shots last on average well over a minute, with Flowers of Shanghai averaging close to three minutes per shot. A year ago I asked Hou if the wuxia tradition would force him to abandon his signature long take. His answer was typical: “ I won’t know the answer to that until I actually get on the set.”

That’s where my visit came in. Hou and his crew had just returned from shooting scenes in mainland China. Now they were starting to film on the lot of the Central Motion Picture Corporation, the government-sponsored production facility that had given birth to the Taiwanese New Cinema of the 1980s.

Many know Hou’s work best through Café Lumière (2003) and The Flight of the Red Balloon (2008), both of which got fairly wide distribution in the West. However, Hou’s lasting reputation as a master is built largely on two things: the remarkable string of films he made in the 1980s as part of the Taiwanese New Cinema trend, and his later works that delve into the historical past, most of all City of Sadness (1989), The Puppetmaster (1993) and Flowers of Shanghai (1998). In these films, Hou explored the subtleties and complexities of mise-en-scène to an extent almost without parallel save for Kenji Mizoguchi. He also explored historical issues in ways almost without precedent. City of Sadness, in particular, gave a human face to a period of Taiwanese history that had long been kept in darkness.

How, through what concrete production decisions, did Hou achieve his lingering, riveting scenes—solemn long takes capturing the textures and tempos of the past? My 2009 book had to rely on secondary reports and my interviews with Hou and his collaborators. Now for the first time, I could observe firsthand.

Admittedly, during my visit I got only a snapshot of the production process. After a prolonged period of financing and preproduction, The Assassin will be shot over several months in China, Taiwan and Japan. According to Hou’s team, it will not be released until 2014. Still, two days on a set did confirm some things about Hou’s creative process, while also leaving some lingering hints of what this major project will be like.

In my book on Hou, I argued that only in Taiwan could Hou have had the career he had. This is not merely due to the particular set of historical circumstances and institutional pressures and opportunities. It is also because he was fortunate to find a creative team that has sustained his vision.

Prominent members include Mark Lee Ping-bin, the director of photography, and Tu Tu-chih, the sound designer. For Lee and Tu, shooting on the CMPC lot must have seemed like a homecoming, since both had learned their craft at this same studio in the early 1980s. Since then they have become arguably among the best of their respective fields in Asia, if not the world. Then there’s the remarkable production designer, Huang Wen-ying, who has worked with Hou since 1995 and who also is Hou’s main producer. For her this is clearly a dream project. Seeing this calm, soft-spoken yet efficient crew at work in tandem was unforgettable: they seemed to be working hard and meditating at the same time.

Years ago Hou said in an interview that perhaps he is too meticulous when it comes to mise-en-scène. This clearly has not changed. On the first day the camera was not yet on the set. Overheard snippets of Hou’s extended discussions with Huang Wen-ying, Mark Lee and others, gave the impression initially that he was going to shoot an interior scene one way, then another, only by the end of the evening to lead me to believe it had changed once again. Then on the second day, the first day of actual shooting, I returned in the morning to discover that the scene was covered from yet another angle.

Throughout that morning, that single setup underwent three more metamorphoses. Hou and his colleagues tinkered with the set and props so extensively that they broke for lunch before actually shooting — this despite the actors all being on call since around 6:30 am. Not bounded by the union rules typical on a Hollywood set, Hou at times was directly involved in adjusting several minute details. Hou is as meticulous as ever.

Hou never uses storyboards or shot lists. He does not even write out dialogue beforehand for the actors. His scenes have always grown out of the specifics of a setting—usually real locations that spark his imaginative staging and lighting. His modus operandi is to then respond directly to the atmosphere he finds himself in, no matter how long that takes. Everybody who works for him seems to understand this.

Now he had plenty of atmosphere to inspire him. Since original Tang-dynasty buildings are difficult to come by, two large, full-scale structures were being erected from scratch. These were solid buildings that I suspect will be worth a lot of money someday, and they were so large that the CMPC lot could barely contain them.

In the building that was finished, what struck me was the craftsmanship. From the hardwood floors to the intricate slatted, lattice room dividers, the woodwork in the finished structure was immaculate down to the details. Even the tiniest props, including flowers, were real, and breathtaking. Nearby in the production office was evidence of the exhaustive historical research behind this. Drawings and blueprints were to be found among hundreds of over-sized books on Chinese art and architecture.

Although the intricate sets for Flowers of Shanghai had been made in Taiwan in the later 1990s, Huang Wen-ying hired Vietnamese woodworkers to craft them. She claimed they would give slight “French” flavor to the set, evoking a strain of Chinese architecture particular to a foreign concession. I asked if this was the case this time. She laughed, “No, this time it is all ‘Made in Taiwan.’” I sensed some real pride in that statement, and for good reason.

Here lies the answer why this project has taken so long. Last year in Japan, Hou told me that some constraints were financial. The budget, currently reported at between US$12 and 14.5 million, had to be raised from various sources. Above all, though, it took time for Hou’s team to master all of the period details of the Tang dynasty. When it comes to mise-en-scène, no stone is left unturned. In fact, just about every stone, and everything else, is at some point toyed with by Hou himself.

Brushwork, not ballpoint

Crew and Hou with producer and production designer Huang Wen-ying.

Lighting is often the most time-consuming aspect of a film shoot, and you’d expect it to be particularly prolonged on a Hou project. Anyone who has seen either The Puppetmaster or Flowers of Shanghai on the big screen knows the supple gradations of light and shadows typical of a Hou shot. Yet back in 2005, Huang Wen-ying told me that Mark Lee works rather quickly to set up his lighting schemes. I found that almost incredible. Now I know it’s true.

Of all the changes that occurred on the first morning of actual shooting I saw, very few involved the lighting. The illumination was pretty much all set up by the time I arrived around 8:30. Over the course of the morning, only one lighting instrument was added, another was adjusted slightly, and a flag was added to one side.

For the most part Lee had to consult the continuity person about all the subtle changes occurring on the set. Over the course of the morning, Hou and crew dramatically changed the backgrounds of the shot. They hung a new gossamer cloth, added a folding screen revamped with gold leaf, and hoisted a leafless tree that would be visible in the distance. In the picture below you can see the second building under construction.

Lee would observe all these changes and would then confer with Hou as to how things would look on camera. At one point Lee was crouched with the continuity person, pointing at some detail for her to examine from a particular angle. She jotted points down in her large notebook.

In all his films for Hou, Lee’s exceptionally low lighting levels and deep, layered shadow areas would give even Gordon Willis a run for his money. Lee’s subtle lighting has always registered magnificently on film. Accordingly, The Assassin is being shot entirely on Kodak stock, even though digital would be somewhat cheaper. “To shoot on digital instead of film stock,” Lee explains, “is like being asked to paint with a ball-point pen instead of a brush.” No digital work will be done until post-production. I suspect that so long as there is some film stock to be found anywhere, at whatever cost, a Hou film will use it.

Back to basics?

Now that Hou has been on the set, what clues do we have to the result? What will a Hou wuxia film look like?

It’s of course too soon to say, but I did see signs that Hou wants to return to basics. Up to 1993 he notoriously executed long takes with little to no camera movement. Since then his camera has become very mobile — perhaps most notably in the endlessly arcing camera of Flowers of Shanghai. But what I saw in the Assassin shoot was a camera set only on a tripod, not a dolly, and placed at a considerable distance. The arrangement didn’t permit any movements except perhaps some pans or tilts for reframing.

I venture this guess: this will be a Hou film first, and a wuxia film a distant second. It will likely be a wuxia film unlike any other.

On that second day, I had to bid my goodbye to Hou before he had even started shooting. It should have been disappointing to not actually see Hou say “action” or “cut.” Yet this could not be further from the truth. First, I did get my interview late on the first day, fittingly on the CMPC lot. Second, I saw and heard much more than I could have ever expected. When I left America for Taipei, the prospect of being on Hou’s set was the furthest thing from my mind. I came home feeling like the luckiest guy in the world.

The Cannes Film Festival continues even as I type. Much of the wheeling and dealing at the market that accompanies the festival is being driven by two franchises that few people outside the film industry think of as independent films: the Twilight and Hunger Games series. Indie blockbuster franchises aren’t common. In fact, there had previously been only one, but its parallels to these contemporary franchises reflect a recent major shift in international independent distribution.

True or false, The Lord of the Rings is an indie film

In May of 2001, I, as a Tolkien fan since high school, was resolutely ignoring the production of a film adaptation of The Lord of the Rings, going on in New Zealand. The first part of the trilogy was to be released in December, and there was widespread skepticism in the press, both popular and trade, and among fans and industry insiders concerning the possibility of the film’s being a success. Another fantasy adaptation, Harry Potter and the Sorcerer’s Stone, looked likely to be the hit of the Christmas season, eclipsing New Line Cinema’s expensive gamble.

Then came New Line’s Cannes event of 2001. Over a three-day weekend, the studio presented an elaborate program to reveal the film. On Friday night there was a screening of a 26-minute preview of footage from all three films, with an extended portion of the Mines of Moria scene in nearly completed form as its centerpiece. Even cast and crew members present, as well as top New Line officials, had not yet seen any of the film’s finished footage until that screening, and they were overwhelmed. Jaded reporters cheered and asked to have the preview re-run. Extra screenings had to be arranged. A series of press interviews were held, and a lavish party complete with sets and props from the film was held in a chateau. Suddenly the popular press was full of infotainment pieces predicting that the trilogy would be a blockbuster hit. Fan webmasters invited to the event posted enthusiastic, even ecstatic reports.

Variety’s report of the preview screening is the first article about the film that I remember reading. It began:

It’s hard to imagine a more relieved group of distribs gathered into one place than the collection who’d just finished watching a 26-minute film from New Zealand that cost $270 million.

The enthusiastic response from distribs, exhibs and worldwide press to the screening of footage from New Line’s “Lord of the Rings” at Cannes Olympia theater means that foreign companies that bet the farm on the three-year franchise now have cause for confidence they’ll recoup their investment–with coin to spare. [...]

In marketing meetings after the screenings, NL execs told distribs that the target is for all of them to outdo the previous top grosser in their territory. In some countries, that’s going to mean spending as much again on P&A [prints and advertising] as they did to buy the films in the first place, but at least now that seems more like an opportunity than a terrifying risk.

Rolf Mittweg, at the time head of New Line’s international marketing and distribution, noted: “My Japanese distributor said he had a knot in his stomach for the whole year, and now it has dissolved.” [Adam Dawtrey, "Will 'Lord' ring New Line's bell?" 21-27 May 2001, pp. 1, 66.]

This considerably intrigued me, and it was probably the first step in the long path that ended with me writing The Frodo Franchise: The Lord of the Rings and Modern Hollywood.

What Variety was referring to, it turned out, was the twenty-six independent distributors from various territories around the world who were forced by New Line, if they wanted LOTR, to pay large sums up front for the film, sight unseen. That in itself wasn’t odd, since independent films were commonly financed in part by pre-sales to international distributors, often on the basis of a script or a star attached to the project. The difference here was that the chosen twenty-six had to pay a lot (as much as $8 million for the larger European territories) for all three feature-length parts of the film. If the first one flopped, the second and third would be almost worthless. Small wonder they were nervous going into the Cannes event.

As everyone knows, LOTR went on to enormous success, with the third installment becoming only the second film to cross a billion dollars in worldwide grosses (the first having been Titanic in 1997).

Many people would be surprised to learn, however, that LOTR was not the product of one of the major Hollywood studios. It came from an independent company, New Line. True, New Line was at that point owned by Time Warner, but it operated as an independent film producer-distributor. That is, it didn’t receive financing for its films from its parent company but through pre-sales–pretty much the definition of an indie establishment. It was also a studio that thrived in part because it stressed franchises, notably the Nightmare on Elm Street, Teenage Mutant Ninja Turtles, Rush Hour, and Austin Powers films. Successful though these were, LOTR was a step up for New Line, both in terms of prestige and budget. It was perhaps the first indie blockbuster franchise.

It was such a blockbuster, in fact, that LOTR helped pull the international independent and foreign-language film market out of a major slump that had begun in mid-2000 in the wake of over-production in the late 1990s. The crises in the Brazilian and Argentinian economies in 1999, the bursting of the dotcom bubble in mid-2000, and the 9/11 attacks in 2001 worsened the decline. I won’t go into detail here. (You can read a more thorough account in Chapter 9 of my book.) Suffice to say that the crisis happened to be at its worst when The Fellowship of the Ring came out in mid-December, 2001. During the first half of 2002, there were slight signs of a recovery, but the accumulating income from the film and also from the summer release of the DVD strengthened it considerably. By the time of the American Film Market in early 2003, The Hollywood Reporter ran the caricature above and declared, “With his quest to save Middle-earth from the Dark Lord, the intrepid hobbit might have helped rescue the annual event from the clutches of a global recession.”

As a result, the lucky 26 distributors were able to buy more at the AFM and other important indie sales venues. Reporting from Cannes, Variety declared, “The global bonanzas of ‘Lord of the Rings’ is playing its part in driving big-budget pre-sales.” Screen International said New Line was “buoying the indie market with The Lord of the Rings.” Sales and pre-sales of indie films were up. Small companies could afford to buy more desirable films than in the past. For example, SF Film in Denmark (a branch of Sweden’s AB Svenska Filmindustri) was able to acquire Million-Dollar Baby, a film that previously would have been beyond its means. A few of these companies also used their LOTR money to produce local films or to open art-house cinemas.

The problem was, the film had only three parts. New Line’s next attempt at a blockbuster franchise would knock the biggest supplier of indie films to foreign distributors entirely out of the market.

The New Line void

On December 7, 2007, The Golden Compass was released, the first in an intended trilogy based on the “His Dark Materials,” a trio of prize-winning books by another English author, Philip Pullman. With a reported production budget of $180 million, the film grossed about $70 domestically, though it managed $372 million worldwide.

On March 28, 2008, four years and four weeks after The Return of the King won eleven Oscars, Time Warner announced that New Line would be absorbed into Warner Bros. Entertainment as a genre unit. Its domestic distribution and international sales activities would be dissolved. The top executives of the international sales wing, Rolf Mittweg and Camela Galano, who had helped put together the enormously complex group of foreign distributors who largely financed LOTR, would soon be out of jobs. The fact that the change came less than two months before the Cannes Film Festival led trade papers to assess New Line’s importance as a supplier to the international independent market and to speculate on what companies might step into the void left by its departure.

(For my own analysis of what the loss of New Line product would mean for the indie market, see “Filling the New Line gap,” from November 6, 2008.)

Shortly after the March announcement, Screen International editor Mike Goodridge looked back at the impact of Peter Jackson’s trilogy on the distributors who released it abroad:

The success of the three films for the international partners cannot be overestimated. Nor can the fact they, more than anybody involved, took a huge risk on the trilogy. The risk paid off. The Greens at Entertainment [UK distributor], the Hadidas at Metropolitan [French distributor] and others genuinely shared in the profits of one of the box-office phenomenons of of the last 20 years. It was the international buyers’ dream. Instead of losing money on studio cast-offs, they had a hefty piece of a trilogy which grossed nearly $2bn outside North America. [“The End of the Line,” 7 March 2008, p. 6.]

Goodridge points out that although The Golden Compass, New Line’s intended first entry in the “His Dark Materials” trilogy, had not done well in North America, its box-office abroad was likely to hit in the region of $300 and speculated that if it did, “Warner Bros. will be hard-pressed to deny production to a sequel.” [p. 8]

This optimistic view generously assumes that Warners would want to reward New Line’s old customers abroad by making the two remaining films in the trilogy despite a possible repeat of the first installment’s lackluster domestic gross. Instead, Jeff Bewkes had no interest in keeping up alliances with those loyal distributors, since by investing in the production of films up front, those distributors got to keep most of the box-office takings in their respective countries. As Bewkes said, “With the growing importance of international revenues, it makes sense for New Line to retain its international film rights and to exploit them through Warner Bros.’ global distribution infrastructure.” (For more on the international implications of the absorption of New Line, see this piece on my Frodo Franchise blog.)

Goodridge quotes San Fu Maltha, head of Dutch distributor A-Film (which had the LOTR trilogy for the Netherlands): “New Line was one of the supplier of major films. For [the distributors,] it was, if not a lifeline, an important source.” New Line films from 2007 that had done well abroad included Hairspray, Rush Hour 3, and The Golden Compass. Earlier hits had been entries in the franchises that had traditionally driven New Line’s success: the Austin Powers series, the Nightmare on Elm Street series, and so on. Goodridge concluded that Summit and Overture would be major sources of quality films for the foreign market.

In early May, 2008, with Cannes looming, Variety ran a story about the opportunities opened by New Line’s departure from the market. The subtitle suggests how big the change was perceived to be: “Opportunities Rock: Fresh contenders eager to join international indie scene’s new world order.” The story speculated on the various independent sales groups that will be at Cannes and which ones might be strong enough to replace New Line: QED, with W, District 9, and A Perfect Getaway; Essential Entertainment, with My One and Only; The Film Department’s Law Abiding Citizen and The Rebound.

Swart also noted changes in two major suppliers to the indie market. Summit was growing, having opened its own domestic distribution wing. It “is chasing studio ambitions, which seems to have taken the main emphasis off foreign sales.” Mandate (notable for Juno and the Harold and Kumar sequels) had been acquired by Lionsgate in September, 2007.

Cannes also provided the occasion for a second in-depth analysis of the New Line void by Screen International. Author John Hazelton suggested that New Line’s regular supply of six to eight films to its regular distributors overseas benefited international indies as a whole:

Many sales executives, in fact, go further and suggest that by boosting the fortunes of the distributor partners with which it had ongoing output or package deals—companies including the UK’s Entertainment, France’s Metropolitan, Australia’s Village Roadshow and Spain’s Tri Pictures—New Line effectively elevated the independent international industry as a whole. Other sellers benefited, for example, when the New Line distributors reinvested profits from The Lord Of The Rings and Rush Hour movies—or from last Christmas’ The Golden Compass—in the acquisition of non-New Line films.

Hazelton quotes Steve Bickel, president of The Film Department’s international wing: “New Line provided a great service to all of us because they helped make strong companies that we’re now able to sell to.” The author also presciently singles out Summit and the newly merged Lionsgate and Mandate as “leading the field of remaining big picture suppliers,” noting that both companies had recently expanded into domestic distribution and were signing output deals in some foreign countries.

The article refers to The Weinstein Company and The Film Department as promising new players. Relativity, having produced Atonement, Evan Almighty, Baby Mama and Pineapple Express, was moving for the first time into international sales at Cannes. Other companies are mentioned as possibilities. Hazelton concludes:

On its own, Relativity probably will not fill the gap created by the disappearance of New Line from the business that A Nightmare On Elm Street, The Mask and The Lord of the Rings helped build. And neither will any of the other sales companies or producers now eyeing the fresh demand for upscale product from international buyers. But between them, the new entrants, growing boutiques and established players will be trying fill the New Line-shaped void appearing on the international sales landscape.

Reporting that autumn on the American Film Market, Screen International noted that The Weinstein Company had sold five films to Entertainment, formerly supplied by New Line. These included The Reader, Zack And Miri Make a Porno, and Piranha 3-D. Relativity had closed multi-year output deals with several overseas distributors, including former New Line customers Village Roadshow (Australia, New Zealand, and Greece) and Alliance Films (Canada). Neither company, however, would be the one to release the second indie blockbuster franchise.

From New Line to New Moon

In 2008, the world was in a global recession brought on by the financial crisis of 2007. But even as the trade press was speculating on which company or companies would replace New Line, help was on the way. Summit’s release of Twilight came in November of the same year, and although it did not make as much as the three following films in the franchise so far released, it grossed nearly $393 million internationally, $200 million of that outside North America. A healthy take for a film reportedly budgeted at $37 million.

The modest title did not indicate that Twilight was the launch of a franchise, though obviously Summit was hoping that it would be. The subsequent entries were more forthright and more lucrative: The Twilight Saga: New Moon (November, 2009, nearly $710 million worldwide), The Twilight Saga: Eclipse (June, 2010, about $700 million), and The Twilight Saga: Breaking Dawn Part 1 (November, 2011, just over $705 million), with the final installment due out in November of this year.

On the occasion of the second film’s release, Mike Goodridge of Screen International noted that the franchise’s success echoed that of a certain earlier series:

Distributed in major territories by companies which had signed to output deals with Summit Entertainment for its in-house productions, the first film, Twilight, was a sensation buyers were hardly anticipating when they made the initial deals. [….] Seeing E1 Films take nearly $20m in the UK, SND in France scoring $17m, Eagle in Italy $14.3m and Aurum in Spain $13.7m last weekend brought back the heady days of The Lord of the Rings openings.

Goodridge also pointed out:

What The Lord of the Rings proved and the Twilight Saga reaffirms is that this kind of independent success is good for everybody. The Twilight distributors will have more money to invest in financing and acquisitions, benefiting other independent productions, while sales companies struggling to get films off the ground in a turgid distribution world will hopefully encounter a renewed buoyancy in the international markets.

He concluded, “For independents, the loss of New Line wasn’t as damaging as first imagined.” [“New Moon’s new line of success,” ScreenDaily.com, 26 November 2009.] It should be pointed out, though, that the gap between the third LOTR film and the first Twilight one was six years.

The Lionsgate share

On January 13, 2012, Lionsgate finalized its deal to buy Summit, thus acquiring the Twilight series. On March 23, Lionsgate released The Hunger Games, with an opening weekend of over $152 million domestically and a worldwide gross of $637 million after 9 weeks in release. Within less than three months, the company came to control the two largest indie franchises since LOTR. In late March, a financial analysis of Lionsgate by The Hollywood Reporter remarked, “The rest of the Hunger Games movies will now bring in significantly higher returns.” [Alex Ben Block, "How 'Hunger Games' Box Office Haul Impacts Lionsgate's Bottom Line," The Hollywood Reporter, 3 March 2012.] The reference was to the sales of foreign distribution rights, not higher box-office grosses.

Given how recent these events are, it happens that only two international distributors control both the Twilight series and The Hunger Games for their respective territories: Paris Filmes, of Brazil, and Nordisk Films, Denmark. Peter Philipsen, general manager for independent films at the latter told Variety that such series are rare: “There are not a lot of franchises in this business that really work, let along in the independent market,” Philipsen notes. “The last one before ‘Twilight’ was ‘Lord of the Rings,’ which was huge and gave a really big boost to the business as a whole.” [Diana Lodderhose and Adam Dawtrey, "International buyers eye bigger pics," Variety.com, 5 May 2012.]

If Twilight helped ease the pain of the global recession for many indie distributors worldwide, by Cannes, 2012, the accumulating impact of its franchise and the addition of The Hunger Games led to greater prosperity. Those films and other successful non-franchise movies (some presumably bought with money from the Twilight franchise) led foreign distributors at this year’s Cannes festival to look for bigger films. Diana Lodderhose and Adam Dawtrey reported in Variety:

Sales agents brought a number of well-received big-budget projects to market last year, notably “Cloud Atlas,” “Pompeii” and “Enders Game.” But this year, with the indie sector stronger theatrically than it has been in years, and with international distributors flush with success from pics like the “Twilight” franchise and “The Hunger Games,” as well as “The Iron Lady,” “The Woman in Black,” “The Artist” and “Midnight in Paris” all having performed well territorially, there’s a feeling among buyers that bigger is better.”

A large number of new indie companies have emerged, many of them started by executives formerly at Summit, Lionsgate, and New Line. Among those represented at Cannes for the first time this year is Speranz13 Media, headed by Camela Galano, mentioned above as having helped arrange pre-sales for LOTR at New Line. Variety commented:

Pre-Cannes, a raft of new sales outfits headed by esteemed execs [...], coupled with more money in the pockets of indie distribs who had successful runs with such pics as the latest “Twilight” installment, “The Hunger Games” and “The Intouchables,” suggested that this would be a market with greater liquidity.

And it has been.

“Many indie buyers have money now and they know what they want, which is studio-level movies,” said Foresight’s Tama Stuparich de la Barra, whose projects “Lone Survivor” and “Motor City” sold out at the market. [Diana Lodderhose and Dave McNary, "Cannes market totes up solid business," 21 May, 2012.]

One notable aspect of all this is a return to pre-sales for financing big independent films. A few years ago, pre-sales were declared dead, partly because distributors couldn’t afford to invest in unmade projects. Lionsgate, however, financed about 60% of The Hunger Games through the sales of individual foreign sales rights. Production rebates from North Carolina kept the film’s budget at a relatively modest $80 million, limiting the studio’s risk on the film. These strategies are similar to what New Line tried while making LOTR.

I have yet to see coverage of Cannes that explicitly dubs Lionsgate the successor to New Line, the new indie “mini-major” that will supply a steady stream of films to foreign distributors with which it has output deals. Still, the conclusion seems all but made. At Cannes it began pre-sales for Catching Fire, the sequel to The Hunger Games. On May 23 it announced a long-term renewal of its partnership with the powerful French producer-distributor StudioCanal, including a deal for StudioCanal to distribute Catching Fire in German-speaking regions. Under this partnership Lionsgate has certain distribution rights to StudioCanal’s huge library of film and television titles, the third largest in the world, including titles ranging from Grand Illusion and The Discreet Charm of the Bourgeoisie to Terminator 2 and The Deer Hunter. [Dave McNary, "Lionsgate, Studiocanal extend pact," Variety.com, 23 May 2012] On May 24, Screen International summed how various sales for various companies at Cannes were going:

Patrick Wachsberger and Helen Lee Kim reported a roaring trade on the Lionsgage slate, especially the Dirty Dancing remake. “It has been a strong market for us and the team has been seamless,” Wachsberger said of the post-merger infrastructure. [Jeremy Kay, "Market buoyed by sellouts," 24 May 2012, p. 1.]

No doubt at some point Lionsgate will face a financial crisis and lose its central status, but with two big indie franchises in progress, it seems settled for the foreseeable future and beyond.

Ironically, the blockbuster franchise that started it all will resume this year, but not in the indie sector. The two parts of The Hobbit, due to be released in December of this year and 2013 as prequels to LOTR, are being produced by New Line. They are not being financed by pre-sales to indie distributors around the world. Instead Warner Bros. is providing funding, and it will also distribute.

I have linked to stories when I could find them online, but some articles I quoted are either behind paywalls or simply not online. They are taken from issues of the trade papers mentioned in the text.

The illustration at the top of the entry topped an article called “Hey, Big Spenders,” cited above. It appeared in The Hollywood Reporter (February 2003), pp. 1, 4, 8, 12. The piece dealt with the American Film Market, which at that time still happened in the spring. Naturally the caricature of Frodo tossing money around caught my eye. (The distributors flush with LOTR cash are, left to right, Joel Pearlman of Roadshow Films, Australia (?); Trevor Green of Entertainment Film Distributors, UK; and Hiromitsu Kurukawa, Nippon Herald Pictures, Japan.) This was one of the few articles I found in the trade press that dealt with the considerable impact that LOTR had on the international indie and foreign-language film market. I used the caricature as an illustration in Chapter 9 of my book. After all, how do you illustrate the concept of a film helping pull the indie business out of a global slump? That picture was ready-made for such a topic. I contacted the artist, Victor Juhasz, for permission to reprint the image, which he kindly gave. It occurred to me that he would be the ideal person to provide an image for the cover of the book as well. Again, how do you illustrate the general concept of a franchise based on The Lord of the Rings? Have a character surrounded by licensed products based on that character, I figured. Fortunately the University of California Press agreed. Based on photos, an action figure, a polystone collectible bust, and a video-game strategy book that I sent him, Victor produced exactly what I had in mind. A small image of that cover illustration appears up at the right, beside the Hollywood Reporter caricature.